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Future leadership dev
1. Traditional leadership development models are less effective in today's complex world and future models need to focus more on collaboration, emotional intelligence, and dealing with ambiguity. 2. Emerging leadership requires dealing with interdependencies, creativity, and complexity through shared and concurrent leadership instead of individual control. 3. Future leadership development will focus on social learning, mentoring, and simulations to develop skills like simplifying problems, building relationships, and challenging assumptions.
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Future leadership dev
- 1. Future of Leadership Development Kevin Wheeler Australasian Talent Conference May 2010 Sydney, Australia
- 2. A Proposition Traditional leadershipdevelopment is designed to: 1. produce people able to make decisions in reasonably predictable situations. 2. teach how to control information and rewards. 3. ensure leaders act within expected boundaries. 4. Take action/ accept accountability alone © 2010, Global Learning Resources, Inc. - Authorized Use Only 2
- 3. Traditional View ofLeadership • It’s Serial – One leader succeeds another • It’s Individual – One and only one leader • It’s function is to Control – Makes the decisions. All follow. • It should be emotionless – Works objectively and with reference to facts, data, etc. © 2010, Global Learning Resources, Inc. - Authorized Use Only 3
- 4. • Current leadershipis perfectly suited to a manufacturing world with low complexity & clear solutions. • Our development model works when turnover is low and work doesn’t change very fast. • Less effective in a complex, global, uncertain world. © 2010, Global Learning Resources, Inc. - Authorized Use Only
- 5. Example: BP &Oil Spill • INTERDEPENDENCIES – BP leadership • Oil rig experts – Field leaders • Clean-up experts – Region BP leadership – Disaster leadership • Ship captains – Louisiana government • Navy/Coast Guard – Mississippi government • Fishermen – U.S. Coast Guard • Volunteers – President Obama • Wildlife officials – Senators © 2010, Global Learning Resources, Inc. - Authorized Use Only 5
- 6. • CREATIVITY • Howto stop a leak that no one has ever stopped before? • COMPLEXITY – Massive – This requires multiple problems to be addressed simultaneously. © 2010, Global Learning Resources, Inc. - Authorized Use Only 6
- 7. Other Recent Examples •Terrorism- How to deal with it from a corporate perspective • GFC – How to cope with it • Recession – impact on sales, workforce • Google – do business in China or not • Iceland volcano explosion/Ash cloud © 2010, Global Learning Resources, Inc. - Authorized Use Only 7
- 8. It a NEWWorld © 2010, Global Learning Resources, Inc. - Authorized Use Only 8
- 9. Emerging Leadership hasto function • In highly complex situations. . . • with multiple, global and diverse interactions and interconnections. . . • and with very little certainty © 2010, Global Learning Resources, Inc. - Authorized Use Only 9
- 10. The Emerging LeadershipModel • It’s Concurrent – Several may co-lead at the same time based on skills or experience • It’s a Collective activity – Many leaders /leadership of the team • It’s Collaborative – Shared ideas/collective decisions • Emotion is allowed. It’s Compassionate – Personalized decisions based on individual needs and desires. © 2010, Global Learning Resources, Inc. - Authorized Use Only 10
- 11. Leadership Means Beingin Tune with Emotion SELF-AWARE SOCIALLY-AWARE RELATIONSHIP- SELF-MASTERY BUILDER © 2010, Global Learning Resources, Inc. - Authorized Use Only 11
- 12. Vertical vs. SharedLeadership • Vertical appropriate • Shared appropriate – When there is. . . – When there is. . . • A straightforward • Need for decision to be made interdependency • A standard process in • High complexity place • Need for creativity • A simple, clear choice © 2010, Global Learning Resources, Inc. - Authorized Use Only
- 13. New Concepts • Broaderdefinition of “leader” –Concept of “leaderfull” organizations. –Acceptance that all roles have leadership components. • Rotating leadership –Different leaders for different times © 2010, Global Learning Resources, Inc. - Authorized Use Only
- 14. Divergent Skills • TraditionalLeader • New Leader – Analytical – Analytical – Focused/Unwavering – Flexible/Adaptable – Goal-oriented – Emotionally intelligent – Expert – Multi-skilled/Generalist – Controlling – Good listener – Decisive – Consensus builder – Defining the work – Open/transparent – Setting context I think & decide, you DO! I stimulate and inform, WE do! © 2010, Global Learning Resources, Inc. - Authorized Use Only 14
- 15. LEADERSHIP DEVELOPMENT’S NEW FOCUS © 2010, Global Learning Resources, Inc. - Authorized Use Only 15
- 16. Creating “T” ShapedLeaders Emotional, collaborative and communication skills Technical Expertise © 2010, Global Learning Resources, Inc. - Authorized Use Only 16
- 17. Dealing with Ambiguity •Developing skills in dealing with ambiguous situations and solving unknown problems. –Simulations –Scenario planning –Leveraging of social networks –Portals of information © 2010, Global Learning Resources, Inc. - Authorized Use Only 17
- 18. Dealing with Complexity •Learning how to simplify – reduce to simpler/essential levels. • Leveraging group knowledge – Crowd- Sourcing • Identifying mentors and advisors who can be quickly accessed. © 2010, Global Learning Resources, Inc. - Authorized Use Only 18
- 19. Dealing with Interdependencies • Developing cultural competence • Learning to collaborate • Consensus decision making • Building alliances and relationships • Leveraging social networks © 2010, Global Learning Resources, Inc. - Authorized Use Only 19
- 20. Fostering Creativity • Exploringand experimenting • Open to the new and different • Building diversity into everything “CEOs identify "creativity" as the most important leadership competency for the successful enterprise of the future.” -IBM's Institute for Business Value, May 2010 © 2010, Global Learning Resources, Inc. - Authorized Use Only 20
- 21. Challenging Assumptions BUDGETS raisecost As little as possible PLANS limit Have BIG goals DEADLINES slow things down As fast as you can RULES are mostly stupid Whatever works © 2010, Global Learning Resources, Inc. - Authorized Use Only 21
- 22. Development’s New Focus •Focus will be on: – Leveraging social networks for ideas and learning – Being mentored (virtual and F2F) • Using retiring/retired Baby Boomers • Utilizing online forums – Development within a Context – Using portals containing: • Simulations • Video scenarios • Discussion groups • On-demand learning content © 2010, Global Learning Resources, Inc. - Authorized Use Only
- 23. © 2010, GlobalLearning Resources, Inc. - Authorized Use Only 23
- 24. –Less focus onclassroom/theory. –Theory AFTER learning HOW. –Simulations/interactive problem solving –Social networks –Virtual repairs/lab experiments © 2010, Global Learning Resources, Inc. - Authorized Use Only
- 25. From “The Powerof Pull” • Rather than molding individuals to fit the need of the institution, institutions will be shaped to provide platforms to help individuals achieve their full potential. . . • The success of institutions will depend on their ability to amplify the efforts of individuals. . . The Power of Pull, by John Hagel III, John Seely Brown, Lang Davidson © 2010, Global Learning Resources, Inc. - Authorized Use Only 25
- 26. A 21st CenturyLeader • Needs to deliberately practice . . . – negotiating and getting agreement between interdependent people/groups. – assembling harmonious groups. – Dealing with unpredictable and changing situations. – achieving business goals with limited to no control/position power and limited resources. – motivating and getting results from distributed people/teams. – being culturally sensitive and competent. – accepting transparency, choice and loss of control as a way of being. – Challenging assumptions © 2010, Global Learning Resources, Inc. - Authorized Use Only 26
- 27. Some Online Resources •http://leadershiplearning.org/ • Leadership Development and Social Media http://vegardig.wordpress.com/ • http://www.leader-values.com/wordpress/ • http://www.byteeoh.com • http://www.futureoftalent.org • http://www.siliconyogi.com/andreas/it_profession al/sol/complexsystems/EmergentLeadership.html © 2010, Global Learning Resources, Inc. - Authorized Use Only 27
- 28. Thanks! • Write to me at : • [email protected] • Follow me on Twitter at: • www.twitter.com/kwheeler • Read my blog at: • http://www.byteeoh.com • My websites • www.glresources.com • www.futureoftalent.org © 2010, Global Learning Resources, Inc. - Authorized Use Only